Databases Reference
In-Depth Information
Allocate resources, including enterprise resources as needed.
Develop the detailed project plan that outlines the specific tasks, the effort
to complete them, the timing, and the resources assigned.
The project manager typically drives this effort, but he or she needs the
cooperation of managers to allocate the people, and then those people need
to provide input regarding the development of the project plan. Once these
initial steps are completed, it is time to formally get the project off the ground.
Launching the Project
There are two different aspects to a project launch. First, the core project team
needs to get together and ensure that they understand the project charter,
the scope, and the statement of work. This project kick-off is the official
beginning of the project. The individual team members need to understand
the objectives in order to flesh out the project plan. Each of these core team
members will provide input to the project manager about his or her tasks. The
business champion and business analyst(s) who are assigned to the project are
sufficient representation from the business community. The core project team
may meet several times to ensure that the project plan is set.
The second project launch is more public. This is a meeting to introduce the
project to the members of the business community and their managers. All
of the people who will be part of the requirements-gathering process should
attend this meeting. They need to learn about the purpose of the project, why
it is important to their group, and what they will be expected to do. (More
details about business involvement in the requirements-gathering process is
included in Chapter 6.)
Let everyone know that the executive business sponsor is on the agenda.
Attendance increases when others know who will be speaking. The sponsor
should welcome everyone and introduce the project. This conveys the impor-
tance of the project to the senior staff. The executive business sponsor should
participate even if it is only for the first five minutes. Figure 5-4 shows a sample
agenda for a project launch. This single launch with the business community
can save time in each requirements-gathering session.
If a formal project launch is not feasible, then an introductory letter can be
sent from the executive business sponsor to provide a general description of
the project, general expectations of the people invited to participate on the
project, and a statement about why this is important to the business.
Now that the detailed project plan has been developed and the project has
formally been launched, the next step of the project is gathering business
requirements. Once started, change is likely to follow. It is worth taking a
moment now to look at how change can be managed successfully.
